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You finally hire a manager so that you can step back a little bit and six weeks later they quit. Now you're back in the store, you're answering phones, you're talking to customers, you're selling jobs and you're wondering, am I ever going to get free? So what do you do? Do you have to pay more? Do you have to improve your hiring framework? Are you just not that good at running a business? Is the business not scalable? Or is there just a better system that you need to follow to keep your best people from leaving in the first place? My name is Brian Beers. I help people build eight figure businesses through franchising. So if you want to learn more, hit the subscribe button, follow along, and here we go. So the first thing that matters a lot is your system to document exactly what you need to get done. I think a lot of times I talk to people and they're frustrated with an employee and then I ask them, well, what do you want them to do? And then they go on this whole list of things that are completely unrelated to each other. And it's like they're looking for a unicorn and different skill sets. They want them to sell a ton of stuff and they wanted them to drive operations and then they want to do all this admin work and they want to cold call and then reach out to warm leads and like there's tons and tons of stuff. And sometimes I think people a are just being a little ridiculous. So what you need to do is get very clear on the specific role that you're looking to do and what are the expectations? What does success look like? And one thing that really helps me when I've been like, especially when I'm hiring new people and like, I can't exactly figure it out is like, I write everything down, I go to ChatGPT and I say, be totally honest with me, I wouldn't give you everything that I expect of this person, this role. And I want you to tell me like, is this within reason or am I being ridiculous here? And is come back and be like, dude, like you were looking for a unicorn. Stop that. This is more. You really need to break this into two separate things based on personalities, et cetera. And so that's like step number one is, you know, do you have proper expectations in what you're looking for? And then I want to get a list of that documentation, right? I want to get a list of expectations because I want to be able to onboard somebody pretty quickly in terms of like getting someone on board and getting them up to speed. A lot of times people fail in a role because we don't set proper expectations, we're not clear on what we want, then we don't set proper expectations. And then our training's just like we throw them into the fire and say well good luck and, and then we wonder why they don't last. We wonder why we have turnover and then we wonder why our other employees are so frustrated because we keep sending them people and now like they're dealing with our problem. And so you have to have a good system and go from there. Then it's like who are you hiring and what are the capabilities and the qualities that you're looking for? You know, I look a lot at who they are as a person and less about their experience. Honestly I, I care minimally about their experience for anything that's a non technical role. Obviously a mechanic needs to have experience fixing their cars. But like for sales or project management or you know, even admin work, like anything, I really care about who they are as a person and how I do this is a couple different ways. Number one is we use a tool called predictive index in our company. And so it's this picks five minutes to take. It's super simple. It just like asks them two different questions and there's a bunch of word bubbles and they like check the bubbles that you know, they align with the best and it tells us their personality within a number of buckets. Now I'm not super technical on all this stuff. Like this is honestly what our, what our operations team does, but it tells us like this person is a one star fit for the role or this person's like a, you know, two, three, four, five star fit in the role. And for example, if we were looking to hire a new outbound salesperson, their job is to go out there and like knock on doors and cold call and try to drum up cold business. Like that is a very specific role that takes a very specific personality to go out and do that. Right Versus someone who is even in warm inbound sales lead. Like so, so people come to us and I don't have to go out and cold call and I can really just focus on like building relationships. Completely different personality. Like those are both sales but they're completely different in the type of person that you need to succeed. So you really need to figure that out. Like what do they need to do and then having some sort of test to determine that. And it's pretty funny. Like we will have people who score five out of five on the personality test for the specific role that we're looking for, for example, in sales. But they've never actually had a role like this. So they don't have, they have zero experience. But their personality is the perfect fit for that. So that tells me is that there's a high likelihood that this person's going to excel when given this opportunity. Like, we put them on that bike and they're going to fly down the street. And then there's other people who have literally years of experience in the outside sales role, but they, they score like a one star in what we need them to do. And so yes, they have a bunch of experience, but they're also looking for a job and they probably haven't succeeded in those other roles and they don't fit and it's gonna be like a ton of friction. And so for that we would not prioritize them. That's what you really wanna look for. And ultimately, like, who people are as a person, like their core values inside is gonna determine their longevity and if they really gotta stick it through. And it's funny, like you think about like people like as this triangle, right? And like so many businesses, they place way too much weight on the top, right? Which is, you know, their experience, their resume, what school they went to, what certifications they have, how many, like three little like abbreviations do they have on their LinkedIn profile. But what matters is what's below. It's the core values, it's the base, it's who they are. Because guess what? When you go to fire that person or when they, when you go to promote that, it's not going to be on what school they went to 10 years ago. It's not going to be on their GPA. It's not going to be based on who they worked for. None of that is going to matter in the trenches. What's going to matter is who they are as a person. Do they rise up when there's a struggle? Are they willing to stay late and get it done? Do they dispel conflict when it arises? Are they the ones coming up with ideas and challenging the status quo and helping you build the business and really caring about the output? Right? Those are core values. That's who they are as a person has nothing to do with the experience they have. And so that is something that is critical to me. If you feel like you constantly have turnover and you constantly have this conflict, like you have the wrong people and your system for hiring is not good and you need to fix it, but it's possible. None of this is complicated. It is just a matter of doing the right things. And then on the flip side, I see so many people and they get stuck with analysis paralysis. They know they need to hire somebody and then they spend six months going through resumes. It's like, dude, like, whoever, whatever resumes you're looking at from six months ago, I guarantee the best people have new jobs right now and they're not gonna apply. The ones that respond to you six months later, guess what? They're terrible. And nobody has hired them for a reason. It's a bad speed to lead. You have an issue, you post a job, you know what you're looking for. You start to interview people and you make progress. And guess what? Like, you hire the wrong person, like, you'll go find the right person. It's not that big of a deal. What is worse is that you sit there and you do nothing. You sit idling and finally you have to build a bench, right? Think about the best sports teams. They always have backups in training. I'm a big Philadelphia Eagles fan. World champions last year, probably going to repeat this year. And you think about the quality that the Eagles have in our running backs, in our linebackers, in our defense, inner offensive line like Howie Roseman, awesome job building a strong team. So it's like this next man up philosophy that has allowed them to win 20 of the last 21 games or whatever it is as of this recording. And it doesn't happen by itself like it happens because they're very intentional in knowing you have to have a strong lineup. Tom Brady is famous for taking less money than he could and told the team, I want you to take those extra couple millions that I'm not going to take. And I want you to to go out and build me not only the best possible offensive line that you can, but I also want you to go out and build the best backups that you can. Because he knew that he had to stay healthy in order to win Super Bowls. And the only way he could stay healthy was if he could stay protected. And the only way he could stay protected is if he had a strong offensive line in front of him. And when one man goes down, he's not going to get smashed from his blindside. And so you have to build a strong team. You have to have the next man up ready to get promoted. It's the same in our business. Like we are always looking to promote from within. Whether that goes from a mechanic to an assistant manager to a manager, to a DM to a managing partner, right? Or to maybe even an operating partner in a whole nother business. Like that is the journey that I want people to go on because I can sell that journey too because it's totally legit. Like you. You start in org our organization and it doesn't matter what level, from an entry level person to a store manager or more. And you have an opportunity for growth. If you can make me money, you are a great team player. I'm happy to be you if you are that type of person. Like you will thrive in our organization because you can able to grow. Like that is the culture in everything that you want to build. Because people don't like quit jobs, they quit their bosses, right? They quit the people right in front of them. They look at their boss and say I don't want your job. Like I don't want to be stuck doing this for so many years. And they look for the next best thing, right? Something that provides them a bigger bubble, something that they can grow into. If you find that people or leaving you quickly, like it's because you don't have a solid system, you don't have a growth path, you don't have something that people can see themselves having a future in. And you may be saying, well Brian, I have a brand new company, I have no growth path, it's literally me. But back up a second. What is your company going to look like in three years? Are you going to be bigger than you are today? I hope so. Are you going to be making more money? You're going to have a better team, you're going to have more responsibility? I hope so. Are you looking to expand into multiple cities, into multiple franchises, if you follow me, maybe even multiple brands? Do you have the vision of creating eight figure business that's doing over $10 million a year in revenue, over a million dollars a year in profit and have this very solid team that you can go and keep building to become the number one whatever in your city. You could have that vision. Because if you have that vision, truly have that and you truly believe that I am on this mission to build the number one whatever in your market, you are going to need people in your organization to have responsibility. If you're making $1 million a year, you are going to have the budget to hire some very high quality people and pay them a lot of money and potentially have paths to equity, potentially have partnerships in new brands. Like there's so much opportunity and you need to be able to see that vision and then you need to be able to communicate that to them. And if people are excited about it, they're going to want to stay. If you're having trouble with people quitting, go back. Do you have the right expectations set right in terms of what you expect for them, how you train them, how you onboard them? Are you looking for people who match at their core the right roles and not just looking at resumes? And then do you have a solid bench? Do you have this path for them to grow? Are they excited about the future? If you can line up all those things, I guarantee you're going to have less turnover, you're going to hire higher quality people, you're going to keep them longer and you're going to make more money, they're going to be more happy and everyone's going to thrive. So let me know what you think. If you have any questions, throw them in the comments below and make sure you subscribe. Make sure you follow this channel, this podcast, and I'll see you in the next one. Cheers.